S R SEATIING PRIVATE LIMIITED

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How S R SEATIING PRIVATE LIMIITED reduced firefighting using a single system of record

Turning daily follow-ups into a repeatable workflow across departments.

57%

Reduction in daily coordination time for chemicals work

57%

Reduction in daily coordination time for chemicals work

24%

Reduction in excess inventory across store and production

24%

Reduction in excess inventory across store and production

8→2 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

8→2 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

S R SEATIING PRIVATE LIMIITED at a glance

S R SEATIING PRIVATE LIMIITED is a small chemicals manufacturing unit based in Bangalore Rural. Their day-to-day work involves coordinating orders, material availability, production execution and dispatch commitments. Earlier, updates were shared through a mix of Excel sheets, calls and WhatsApp, which made it hard to keep everyone aligned. By moving to a centralised workflow, the team standardised handovers, reduced rework in reporting, and improved execution predictability.

Chemicals

Industry

Chemicals

Industry

Small

Company Size

Small

Company Size

Bangalore Rural, India

Location

Bangalore Rural, India

Location

Recipe/BOM control with expiry-aware inventory

Use Cases

Recipe/BOM control with expiry-aware inventory

Use Cases

Challenges

Shortage was detected only when the supervisor walked the floor, not when planning was done.

Same item had different names in Excel and accounting exports, so reports never matched store reality.

Production plan changed multiple times a day due to capacity conflicts and material gaps.

Before: Too many moving parts, no single view

Earlier, store stock, WIP and finished goods were tracked in separate sheets and message threads. This broke down whenever priorities changed—material looked available, but the line stalled due to bin-level shortages. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Vendor coordination with structured PO follow-ups

Earlier, masters and transactions were split across Excel, accounting exports and WhatsApp updates. This broke down at month-end; teams rebuilt the same report multiple times and still debated the numbers. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

After: Predictable execution, fewer escalations

Earlier, the daily plan was decided in fragments—by urgency, not by capacity and material signals. This broke down as soon as urgent orders came in; jobs were half-started and WIP piled up across stages. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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